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Muhammad Ejaz. Fa-2012 Msc.EM/053. THE SYSTEM ARCHETYPES. The System Archetypes.
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Muhammad Ejaz Fa-2012 Msc.EM/053
The System Archetypes • The Systems Archetypes describe common patterns of behavior in organizations. When you face same types of problems again and again that means system archetypes are lurking in your organization. • Archetypes are effective tools for beginning to answer the question, why do we keep seeing the same problems recur over time?
USE OF ARCHETYPES Archetypes can be applied in two ways DIAGNOSTICALLY PROSPECTIVELY
Diagnosticaly,archetypes help managers recognize patterns of behavior that are already present in their organizations. They provide insight into the underlying structures from which behavior over time and discreet events emerge. Prospective tool is used for future planning. They alert managers to future unintended consequences. Collectively they challenge managers to consider the merits of fundamental solutions by making time an explicit variable in decision making.
Archetypes and Modeling Archetype are useful for gaining insight into the “nature” of the underlying problem and for offering a basic structure or foundation upon which a model can be further developed and constructed. The archetypes are rarely sufficient models in and of themselves. They are generic in nature and generally fail to reveal important variables that are part of the real system structure of a specific organization.
Without an explicit awareness of these real variables, it is difficult for managers to pinpoint specific leverage points where changes in structure can achieve sustainable changes in system behavior.
FEW ARCHETYPES 1.Limits to Growth 2.Shifting the Burden 3.Eroding Goals 4.Escalation 5.Success to the Successful 6.Tragedy of the Commons 7.Fixes that Fail 8.Growth and underinvestment 9.Accidental Adversaries 10.Attractiveness Principle
Limits to Growth • In simple terms, the lesson from Limits to Growth is that something always pushes back. There is no such thing as unrestricted positive reinforcing behavior. There are always limits that eventually make themselves known and felt. • If we don’t plan for limits, we are planning for failure. This archetype shows that being successful can be just as dangerous to long-term health as being unsuccessful
Efforts to grow an effect are successful in initial stages, perhaps exponentially so. However, as the limits to growth are approached, the growth engine begins to lose its effectiveness and the rate of growth begins to flatten. In the end, despite continued pressure from the growth engine, the rate of growth stops and then reverses.
Shifting the Burden This archetype states that a problem symptom can be resolved either by using a symptomatic solution or applying a fundamental solution. It hypothesizes that once a symptomatic solution is used, it alleviates the problem symptom and reduces pressure to implement a fundamental solution, a side effect that undermines fundamental solutions.
Long-term solutions tend to demand deep understanding and learning about the underlying problem, take a long time to formulate, require a relatively large, up-front commitment of funds, and test managers’ patience.
Success to the Successful • A common piece of wisdom is not to throw good money after bad. In managerial terms this archetype is often the basis for citing the “80/20” rule. • The Success to the Successful archetype describes the common practice of rewarding good performance with more resources in the expectation that performance will continue to improve. There is a belief that the successful [people, departments, products, etc.] have “earned” their increasing share of resources through past performance.
The Success to the Successful archetype states that if one person or group (A) is given more resources than another equally capable group (B), A has a higher likelihood of succeeding. • It hypothesizes that A’s initial success justifies devoting more resources to A, further widening the performance gap between the two groups over time. • Success to the Successful rewards the winner of competition with the means to win again; it may also penalize the losers.
Fixes that Fail • When managers find themselves saying, “I thought we fixed this - why is it worse than it was before?”, the Fixes that Fail archetype may be at work in the organization. • It hypothesizes that the problem symptom will diminish for a short while and then return to its previous level, or become even worse over time.
Fixes that Fail bears a strong resemblance to Shifting the Burden, in that the managerial response is primarily aimed at the problem symptom rather than spending time on the more difficult and time consuming task of identifying the underlying, systemic problem (or as is more often the case, the system of problems).
CONCLUSION • Archetypes do not describe any one problem specifically. They describe families of problems generically. Their value comes from the insights they offer into the dynamic interaction of complex systems. • Use them with the other systems thinking tools that are available. As part of a suite of tools, they are extremely valuable in developing broad understandings about organizations and their environments, and contribute to more effectively understanding problems.
EXAMPLE • To cut down the maintenance expenses top management decides to allot the vehicles to managers on buy out basis. • Now the maintenance is the responsibility of managers. • In order to avoid wear tear of vehicles managers pay less visits to their sites. • More problems at sites because of the managers absence. • Transport department saved maintenance expenses but construction wing is facing issues like poor quality,rework,and slow progress.
We don’t need better solutions, we need better thinking about problems.
